The Breckland and Capita Strategic Alliance Phase 2 Overview - - PowerPoint PPT Presentation

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the breckland and capita strategic alliance phase 2
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The Breckland and Capita Strategic Alliance Phase 2 Overview - - PowerPoint PPT Presentation

Sep 09, 2023 41 likes •212 views

The Breckland and Capita Strategic Alliance Phase 2 Overview Platform Building and Business Transformation Overall Strategic Objectives The key objectives of the Strategic Partnership are to:- Develop the Councils services in

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The Breckland and Capita Strategic Alliance Phase 2 Overview ‘Platform Building and Business Transformation’

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Overall Strategic Objectives

“The key objectives of the Strategic Partnership are to:-

  • Develop the Council’s services in certain key areas so that income for

the Council and Capita can be generated through trading these services both with other local authorities and other public and private sector organisations;

  • Ensure that the Council continues to provide high quality, value for

money services to its residents and businesses; and

  • Identify areas for potential improvement and working together to

ensure that benefits are realised.”

Source: Strategic Partnership Agreement

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Overview: The Alliance Phases

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ICT Planning and Building Control HR & Payroll Economic Development Mobile Working Sales and Marketing Front Office Optimisation Preparing the

  • rg for trading

Environmental Health Trans Sales and Marketing Planning and Building Control Customer Contact Centre HR & Payroll Mobile Working Sales and Marketing ICT Planning and Building Control Customer Contact Centre HR & Payroll Organisational Development Economic Development BPR Mobile Working Economic Development BPR Environmental Health

Phase 1 Phase 2 BDC Phase 2 Alliance Phase 3

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Phase 1 Achievements

  • Information management strategy defined and supported by an initial set of IM policies
  • Full business case undertaken for the trading of Planning and Building Control
  • Draft business plan for trading the contact centre containing:

– 15 products for trading have been identified – Assessment of the market including a competitor analysis – Financial business plan developed

  • Extended outline business case conducted to explore the opportunity to trade HR and

Payroll services

  • Transformation recommendations for 5 services including:

– 30 opportunities targeted at increasing service levels – 51 opportunities targeted at increasing customer satisfaction levels

  • Market research study was undertaken with 80 respondents from UK local authorities
  • Sales and Marketing plan has been established.
  • Key joint opportunities to ‘test’ the market have been explored.
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Phase 1 Benefits Identified

ICT

  • £325k efficiency savings from ICT improvements
  • 49 ICT projects identified as part of the ICT route map for the next 2 years.

Planning and Building Control

  • Customer focused service delivery
  • Income generating activity through a trading company

Customer Contact Centre

  • Trading potential and a reduction in operating costs
  • Improvements in service quality, availability and efficiency

HR and Payroll

  • The HR and Payroll service will be made ‘fit for purpose’
  • Provide a track record to enable future provision of shared services

Economic Development

  • Potential for trading income to cover the costs for service provision back to BDC
  • Opportunity to sell project management capabilities to deliver ‘Growth Point’ projects

Business Process Re-engineering

  • Release capacity by reducing the need for administration support
  • Increase efficiency and enhance customer service by streamlining processes and moving more into

the contact centre

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Phase 2: Objectives

Implement the recommendations from Phase 1 in order to:

  • Develop services in certain key areas so that income can be generated

through trading

  • Ensure high quality, value for money services to residents and businesses

continue to be delivered

  • Improve efficiency in order to realise cashable benefits
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Phase 2 Alliance Components

Sales and Marketing CCC OD Env Health Maintaining Corporate Performance

Implement required improvements, identified in Phase 1, to enable trading and improve efficiency Prepare the organisation for trading and optimised service delivery harnessing the benefits from the wider transformation Redesign the delivery of Environmental Health to improve service quality and improve efficiency to provide cashable budget savings Ensure the changes being implemented do not adversely affect the performance of the Council. Progress the sales and marketing plan developed in Phase 1. Work together to develop joint opportunities

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9 Community & Commercial Services Cabinet People First Environment

Benefits Capture WS1: Front Office Optimisation WS2: Organisational Re-Shaping Sub WS3: Maintain Corporate Performance

Environmental Health Trans

£ £ £ £ £ WS3: Capita Project Management

Implement Directorate based activity from Phase 1

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WS1: Front Office Optimisation

Key actions

  • Identifying the best channel for customer contact for each query type and then

promoting that channel in the most effective way.

  • Resource against demand
  • Streamlining of Revenues and Benefits front office service, integrating with back office

systems.

  • Streamlining of Street Scene service
  • In scoping of Environmental Health customer contact
  • In scoping of Housing Service customer contact
  • Increase telephony capacity

Benefits

  • Enable Trading
  • Improve customer service
  • Increase Efficiency
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WS2 Preparing the Organisation for Trading

Deliver Govern Deliver Govern Deliver Govern Deliver Govern Drivers

  • Become more responsive to customer

needs through competition

  • Challenge and change the current culture

and mindset

  • Maximise opportunities for efficiencies

through change

  • Create trading units capable of being

‘floated’ whilst being centrally governed

  • Achieve industry standards of service

Description

  • Move from a traditional Local Authority

structure of ‘delivery’ focus to one of enablement and governance.

  • Ensure that the organisation can compete

in the market effectively

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WS2 Preparing the Organisation for Trading

Core

  • Move from a traditional Local Government ‘triangle’ to trading unit and core governance model
  • Prepare for the creation of a number of vehicles that best suit the industry and market
  • Form a slimmer, more responsive organisation

The traditional ‘LA’ Officer Triangle Political Leadership Partners

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Environmental Health

Key actions

  • Streamline processes to realise operational efficiency and generate standardised

processes

  • Manage the forecast increase in enforcement activities and costs that have been

driven by legislative changes

  • Improve customer satisfaction by increasing resolution at first point of contact
  • Create a more pro-active service

Benefits

  • Reduce operating costs
  • Improve service standards
  • Deliver efficient, value for money services
  • A flexible service aligned to changing business needs
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WS3 Maintaining Corporate Performance

Description

  • A governance arrangement for Phase 2 to ensure that any performance issues are

recognised and mitigation plans are in place to address them

  • Linked to “at risk” element of third party fees.

Benefits

  • Ensuring that benefits can be obtained without detriment to services
  • Best practice can be shared
  • Confidence to proceed through WS stages
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Outcomes of Phase 2

At the end of Phase 2 BDC will have:

  • A tradeable contact centre providing industry standard performance at

significantly reduced operating costs taking pressure of the back office departments

  • A slimmer, more responsive and commercially minded organisation fit for

trading and governing the provision of services

  • An optimised Environmental Health department which better suits the needs
  • f BDC, its residents and businesses
  • Maintain or improve corporate levels of performance
  • The capability to trade other services
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Summary

  • The Council needs to create a more responsive and entrepreneurial structure

to trade

  • The Contact Centre is the Council’s key asset in trading and needs to rapidly

reach industry standards of service and cost to compete

  • The Council’s current position, if no action is taken, will create pressure to

increase Council Tax and the current budget does not accurately reflect spend and needs to be aligned

  • The risks of Phase 2 are being shared within the Alliance with the benefits

from Phase 2 expected to provide in the region of the required £1.5m with planned Phase 3 trading revenue as an additional benefit Contract negotiations are now underway to ensure any remaining uncertainties are properly resolved

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Next Steps for the Strategic Alliance

Phase 2 BDC

  • Setting up the trading unit for P&BC using ARP model by the end of August
  • Delivery of Business Transformation Strategy and outcomes of Phase 1

Phase 2 Alliance

  • Completion of due diligence including relevant Council committees
  • Commercial discussions with Capita commencing Wednesday 8th August
  • Set up a meeting of the Create Task and Finish Group
  • Decision on way forward at 20th September Council